What Is Organizational Behaviour

What is Organ iza ti ona l Beha vi our?

KINE 3240 Behavioural Approach to Administration in Fitness and Sport Jim Shaw

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Outli ne      

What is Organizational Behaviour? OB and Today’s Challenges in the Canadian Workplace How Will Knowing OB Make a Difference? OB: Making Sense of Behaviour in Organizations There Are Few Absolutes in OB The Organization of This Textbook

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Wha t i s Or ganiza ti ona l Beha vi ou r? Questions for Consideration  

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What is organizational behaviour? What challenges do managers and employees face in the workplace of the 21st century? How will knowledge of organizational behaviour make a difference for you?

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Organiza ti onal Beha vi our 

. . . a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Wh y D o We Stu dy O B? 

To learn about yourself and how to deal with others (knowing how you work will help you understand how others work; help you work with…)

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You are part of an organization now, and will continue to be a part of various organizations (this class is an organization, your team will be an organization)

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Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time (committees, groups) Some of you may want to be managers or entrepreneurs (have to supervise or deal with other people)

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Wha t i s an Organ izati on? 

A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. – A Football team 

The offensive line, defensive line

– A Provincial Sport Governing Body 

The Board of Directors, The Office Staff

– Municipal Parks and Recreation Dept. 

The Parks Dept., The Commissioners Office

– Your Project Team – Maple Leaf Sport and Entertainment 

The Leafs, The Raptors

– Sunnybrooke Hospital 

Emergency, Surgery

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Com peting V al ues Fra mew ork in a n Or ganiza ti on Flexibility

Internal Focus

External Focus

Control Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Com peting V al ues Framew ork 

Internal-External Dimension – inwardly toward employee needs and concerns and/or production processes and internal systems – or – outwardly, toward such factors as the marketplace, government regulations, and the changing social, environmental, and technological conditions of the future

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Flexibility-Control Dimension – flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services – or – controlling or stable, maintaining the status quo and exhibiting less change

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Ro les a nd S ki ll s i n th e Ne w Wo rkpl ace Flexibility

Innovator

Broker

Facilitator Monitor

Producer

Coordinator

External Focus

Internal Focus

Mentor

Director

Control

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Skil ls in th e New Wo rkpl ace Fl ex ib il ity •Understanding yourself and others •Interpersonal communication •Developing subordinates

MENTOR •Team building •Participative decision making •Conflict management FACI LI TAT OR

•Living with change •Creative thinking •Managing change

Interna l •Receiving and organizing info •Evaluating routine info •Responding to routine info

•Building and maintaining a power base •Negotiating agreement and commitment •Negotiating and selling ideas

INNOVATO R

MONI TOR

BR OKER PR ODUCER

CO ORDINATO R DIRECTO R •Planning •Organizing •Controlling

Ex terna l •Personal productivity and motivation •Motivating others •Time and stress management

•Taking initiative •Goal setting •Delegating effectively

Co ntro l Source: R.E. Quinn. Beyond Rational Management. San Francisco: Jossey-Bass Inc., 1988, p. 48.

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Ex hibi t 1-3: Ho w Co mpan ies ar e Ch angi ng “Cool” companies Think

casual Fridays are

pitiful Believe titles are obsolete Don't impose on employees' personal time Allow staff to come and go as they please Offer all employees stock options Let employees make decisions that affect their work Offer assistance with childcare Have minimal bureaucracy (red tape)

“Old” companies    

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Believe casual days are progressive Charge employees for perks and incentives Hold events on employee time Have flex time: but only between 7:30 a.m. and 6:30 p.m. Hide financial results from their employees Encourage employee input -- but rarely act on it Employ rigid hierarchies (chain of command) Stop at “open door” policies

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Today’ s Ch all en ges in th e Can adi an Workpl ace 

Productivity (getting the most out of the organization)

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Lack of Respect Demand for Job Satisfaction – Absenteeism (sign of dissatisfied employees) – Turnover

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Sharing Power (Participative Decision Making) Managing and Working in a Changing and Competitive Environment (Circumstances change rapidly, people do not)

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Managing and Working in a Global Village (World is getting smaller, more competitive)

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Managing and Working in a Culturally Diverse Workplace (many cultures mean many views and values)

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Laye rs of O B The Organization The Group

Change Organizational Culture Decision Making Leadership

Power and Politics

The Individual

Negotiation Conflict Communication Groups and Teams

Motivating Self and Others Emotions Values and Attitudes Perception Personality

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Co ntr ibut ing Dis ci pli ne s to the OB F ield

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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Summar y a nd Im pli ca ti ons 

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Managers and employees need to develop their interpersonal, or people, skills to be effective in their jobs, regardless of the job. Organizational Behaviour is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. Organizational Behaviour focuses on improving productivity, employee job satisfaction and organizational commitment, and on reducing absenteeism and turnover. Organization Behaviour uses systematic study to improve predictions of behaviour.

Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian Edition Copyright © 2002 by Pearson Education Canada Inc.

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